本文選題：廣電網(wǎng)絡(luò)　切入點(diǎn)：三網(wǎng)融合　出處：《山東建筑大學(xué)》2015年碩士論文

【摘要】：當(dāng)前,廣電網(wǎng)絡(luò)(有線電視運(yùn)營商)是國家“三網(wǎng)融合”工程的主力軍之一,地市級(jí)廣電網(wǎng)絡(luò)公司是其最基本的實(shí)施單位。然而,大部分地市級(jí)廣電網(wǎng)絡(luò)公司是由事業(yè)單位改制而來,除了要應(yīng)對(duì)日益嚴(yán)峻的外部形勢外,還普遍存在體制僵化、管理不規(guī)范、專業(yè)人才不足、營銷和服務(wù)能力不強(qiáng)等多方面弊端,“內(nèi)憂外患”的現(xiàn)狀使企業(yè)難以適應(yīng)越來越激烈的市場競爭。為了實(shí)現(xiàn)企業(yè)的可持續(xù)發(fā)展,如何進(jìn)行戰(zhàn)略管理成為很多廣電網(wǎng)絡(luò)公司關(guān)注的問題。但是,由于多數(shù)企業(yè)的管理者思想較為保守,接受新事物的能力相對(duì)較弱,企業(yè)對(duì)于戰(zhàn)略調(diào)整的主動(dòng)性不強(qiáng),導(dǎo)致現(xiàn)有戰(zhàn)略與企業(yè)發(fā)展不相適應(yīng),這一現(xiàn)象在小型地市級(jí)廣電網(wǎng)絡(luò)公司體現(xiàn)的尤為明顯,萊蕪廣電網(wǎng)絡(luò)公司也面臨同樣的困境。因此,本文以萊蕪廣電網(wǎng)絡(luò)公司為研究對(duì)象,綜合運(yùn)用戰(zhàn)略管理相關(guān)理論和方法,借助PEST、五力模型、SWOT矩陣、BCG矩陣等分析工具,對(duì)公司所處的外部環(huán)境和內(nèi)部條件進(jìn)行了系統(tǒng)分析,為公司進(jìn)行了戰(zhàn)略選擇,并提出了實(shí)施途徑。希望通過本文的研究,能夠?yàn)槿R蕪廣電網(wǎng)絡(luò)公司的發(fā)展提供有效指導(dǎo),同時(shí),為國內(nèi)同類運(yùn)營商提供借鑒范例。本文的具體內(nèi)容如下：在相關(guān)理論及文獻(xiàn)綜述部分,闡述了戰(zhàn)略管理的內(nèi)涵及過程,梳理了國內(nèi)外有關(guān)廣電網(wǎng)絡(luò)的文獻(xiàn)研究情況。在戰(zhàn)略分析部分,對(duì)當(dāng)前萊蕪廣電網(wǎng)絡(luò)公司的外部環(huán)境和內(nèi)部條件進(jìn)行了深入分析。首先,運(yùn)用PEST法和五力模型對(duì)公司面臨的宏觀環(huán)境、行業(yè)競爭性、行業(yè)經(jīng)濟(jì)特性等外部環(huán)境進(jìn)行了分析；其次,從公司資源、能力和核心能力三方面對(duì)公司內(nèi)部條件進(jìn)行了分析。在戰(zhàn)略選擇部分,首先,運(yùn)用SWOT矩陣分析法對(duì)公司具有的優(yōu)勢和劣勢、面臨的機(jī)遇和威脅進(jìn)行了綜合分析；同時(shí),簡要分析了公司未來3年的戰(zhàn)略發(fā)展目標(biāo),其次,基于分析結(jié)果與戰(zhàn)略目標(biāo),選擇了公司戰(zhàn)略；最后,運(yùn)用BCG矩陣分析法對(duì)公司基本業(yè)務(wù)進(jìn)行了組合管理,并分別選擇了業(yè)務(wù)單位競爭戰(zhàn)略。在戰(zhàn)略實(shí)施部分,分別針對(duì)公司戰(zhàn)略和業(yè)務(wù)單位競爭戰(zhàn)略提出了實(shí)施途徑建議。經(jīng)過分析研究,本文認(rèn)為,萊蕪廣電網(wǎng)絡(luò)公司應(yīng)選擇多元化戰(zhàn)略、創(chuàng)新驅(qū)動(dòng)發(fā)展戰(zhàn)略和聯(lián)盟戰(zhàn)略三種方式相結(jié)合的公司戰(zhàn)略,建議從發(fā)展內(nèi)容產(chǎn)業(yè)、開發(fā)增值業(yè)務(wù)、加強(qiáng)資本運(yùn)作等方面實(shí)施多元化戰(zhàn)略,從深化管理體制改革、強(qiáng)化營銷和服務(wù)創(chuàng)新等方面實(shí)施創(chuàng)新驅(qū)動(dòng)發(fā)展戰(zhàn)略,從同業(yè)聯(lián)盟和跨業(yè)聯(lián)盟兩方面實(shí)施戰(zhàn)略聯(lián)盟。針對(duì)公司的傳統(tǒng)有線電視、付費(fèi)電視、雙向互動(dòng)和寬帶四項(xiàng)基本業(yè)務(wù),本文認(rèn)為,應(yīng)分別采取成本領(lǐng)先、差異化、混合型和非重點(diǎn)發(fā)展的競爭戰(zhàn)略,建議分別從發(fā)展用戶、營銷服務(wù)差異化、正確定位與其他業(yè)務(wù)綁定銷售等方面實(shí)施業(yè)務(wù)單位競爭戰(zhàn)略。
[Abstract]:At present, the radio and television network (CATV operator) is one of the main forces of the national "three networks convergence" project, and the prefecture-level radio and television network company is its most basic implementation unit. Most of the prefecture-level radio and television network companies have been restructured by public institutions. In addition to dealing with the increasingly severe external situation, they also generally have rigid systems, non-standard management, and lack of professional personnel. In order to realize the sustainable development of enterprises, it is difficult for enterprises to adapt to the increasingly fierce market competition. How to carry out strategic management has become the concern of many radio and television network companies. However, because most of the managers of the enterprises are more conservative, and the ability to accept new things is relatively weak, the enterprises are not active in strategic adjustment. As a result, the existing strategy and the development of enterprises do not fit in with the development of enterprises. This phenomenon is especially evident in the small municipal radio and television network companies, and Laiwu network companies are also facing the same predicament. Therefore, this paper takes Laiwu Radio and Television Network Company as the research object. With the help of pest, SWOT matrix and BCG matrix, the paper makes a systematic analysis of the external environment and internal conditions of the company, and makes a strategic choice for the company. It is hoped that the research in this paper can provide effective guidance for the development of Laiwu Radio and Television Network Company, and at the same time, The specific contents of this paper are as follows: in the part of relevant theory and literature review, the connotation and process of strategic management are expounded. In the part of strategic analysis, the external environment and internal conditions of Laiwu Radio and Television Network Company are deeply analyzed. First of all, Using the PEST method and the five-force model, the paper analyzes the external environment of the company, such as the macro environment, industry competition, industry economic characteristics, etc. Secondly, from the perspective of corporate resources, the paper analyzes the external environment of the company. In the part of strategic choice, firstly, we use SWOT matrix analysis method to analyze the advantages and disadvantages, opportunities and threats faced by the company. The strategic development objectives of the company in the next three years are briefly analyzed. Secondly, based on the analysis results and strategic objectives, the company strategy is selected. Finally, the combination management of the basic business of the company is carried out by using the BCG matrix analysis method. In the implementation part of the strategy, the author puts forward some suggestions on how to implement the company strategy and the business unit competition strategy. Laiwu network company should choose diversification strategy, innovation-driven development strategy and alliance strategy. It is suggested to carry out diversification strategy from the aspects of developing content industry, developing value-added business, strengthening capital operation, etc. From the aspects of deepening the reform of management system, strengthening marketing and service innovation, implementing innovation-driven development strategy, implementing strategic alliance from two aspects of interbank alliance and cross-industry alliance, aiming at the company's traditional cable TV, pay-TV, In this paper, we think that we should adopt the competitive strategy of cost leading, differentiation, mixed and non-key development, and suggest the differentiation of customer and marketing service, respectively, for the four basic services of two-way interaction and broadband. Correct positioning and other business binding sales and other aspects of the implementation of business unit competition strategy.
【學(xué)位授予單位】：山東建筑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：G229.27

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 張琳;;地面數(shù)字電視技術(shù)與應(yīng)用前景探究[J];電子技術(shù)與軟件工程;2015年02期

2 曾繼紅;;三網(wǎng)融合背景下有線網(wǎng)絡(luò)公司的發(fā)展策略[J];視聽界;2014年06期

相關(guān)博士學(xué)位論文 前6條

1 張銳;基于網(wǎng)絡(luò)融合的手機(jī)電視價(jià)值鏈模型研究[D];華中科技大學(xué);2011年

2 胡濤;三網(wǎng)融合視角下我國廣電運(yùn)營商的TIMES融合運(yùn)營模式研究[D];上海交通大學(xué);2011年

3 范曄;有線電視網(wǎng)絡(luò)企業(yè)競爭力評(píng)價(jià)體系及關(guān)鍵因素研究[D];山西大學(xué);2012年

4 孟輝;基于產(chǎn)業(yè)融合的電信企業(yè)發(fā)展戰(zhàn)略和管理模式研究[D];暨南大學(xué);2012年

5 岳宇君;我國三網(wǎng)融合的多視角解讀[D];北京郵電大學(xué);2013年

6 羅劍鋒;產(chǎn)業(yè)鏈變革的動(dòng)態(tài)視角下通信運(yùn)營商合作伙伴選擇與合作機(jī)制研究[D];中南大學(xué);2013年

相關(guān)碩士學(xué)位論文 前7條

1 鄧麗靜;基于雙邊市場理論的數(shù)字電視網(wǎng)絡(luò)定價(jià)研究[D];湖南大學(xué);2010年

2 萬剛;XA公司有線數(shù)字電視（DVB-C）業(yè)務(wù)營銷策略研究[D];西北工業(yè)大學(xué);2007年

3 郭建中;JN廣電網(wǎng)絡(luò)公司績效管理體系構(gòu)建研究[D];山西大學(xué);2009年

4 杜帆;三網(wǎng)融合下數(shù)字電視產(chǎn)業(yè)研究報(bào)告[D];西南財(cái)經(jīng)大學(xué);2013年

5 胡元珠;東方有線三網(wǎng)融合對(duì)策研究[D];西北師范大學(xué);2013年

6 代小霖;CS公司數(shù)字電視的營銷戰(zhàn)略研究[D];四川師范大學(xué);2013年

7 陳亮;昆廣網(wǎng)絡(luò)營銷策略優(yōu)化研究[D];云南財(cái)經(jīng)大學(xué);2013年

，

本文編號(hào)：1661967